STORES Magazine - August 2008 - (Page 77)

ing is different from that at partment. “Without the opble without the chefs at Panda Express, virtually any other quick-serverators’ doing the right who are highly valued. ice chain. “It’s experiential,” things, we would have very “Our chefs are really the core of the Brandt says. When restaurant high turnover,” Brandt says. quality food we provide” and undergo Panda Express managers come to work for initial training at full-service Panda Inns, tries to look at the company, they must com- the whole person Daily mantra for Brandt says. “We are very particular in plete a field training program store associates their training and very particular in the that is hands-on and skills-based. Each day, Panda Express associates detail around what they do.” All menu The unique part of the process for consider four questions while going items are prepared fresh in each restauPanda Express managers is the series of about their daily tasks: “What is the rant, making the chef’s role very imporclasses that they attend throughout the good business reason for doing whatevtant. first year of their training at the compaer it is that I’m going to do?” “Did I add “We depend upon our chefs tremenny’s support center. “When our associvalue today?” “What can I do to make dously to transfer their knowledge of ates come to classes, they don’t usually things better?” and “Would I recomAsian cooking to our associates who sit at tables,” Brandt says. “They’re usumend what I do to someone else?” didn’t grow up learning how to cook ally sitting around in a circle. We believe The company also offers “tremendous Asian food. Our chefs are cherished in that we develop leaders and personal opportunity for career advancement,” our organization and are at a level with self-awareness in these classes.” senior leaders in operations.” The thinking is that if associates learn more about themselves, they Component of company will be more effective leaders. culture The company also emphasizes A core value for Panda Restaupersonal fitness and wellness, and rant Group is giving, both to self has relationships with fitness and to the community. Panda companies across the country Cares, a charitable arm of the orwhere associates can get discountganization, is one way the compaed rates. Physical activities such as ny and its associates give back. hiking are also part of the training “We have an expectation that associates receive at the company each of our restaurants will do at support center. “We try to look at least one event a year where they the whole person,” Brandt says. provide food or support for chariCompared with the quick-servtable activities,” Brandt ice segment overall, turnover at Panda Brandt says. “Seventy percent says. Express is relatively low. Annualized of our general managers have The company supports turnover for general managers is runbeen promoted internally,” and Children’s Miracle Netning at about 18 percent through the everyone at the multi-unit level, work; when associates dofirst half of the year, and turnover such as supervisor or district nate to the cause, they are among hourly staff is around 72 permanager, has been promoted supporting the hospitals in Putting people first gets longcent, Brandt says. Hourly turnover was internally. the cities where they live term results. around 110 percent in 2007. “I think Panda also has the carrot of and work. Other charitathe industry average is about 150 perstrong growth, which creates ble activities include disascent,” Brandt says. spaces for associates to advance. “We ter relief. “Giving is truly an inherent The organization focuses on two areas built 170 restaurants last year,” Brandt component of our culture,” Brandt says, to improve associate longevity. The first says. “That is 170 opportunities for gen“and I would suggest that if a person is making the right initial hiring decieral managers, seventeen opportunities does not have this as part of their being, sions. A proprietary selection tool that for area coaches and additional opporthey are not going to feel comfortable includes the competencies the organizatunities above that. It’s a fairly signifiworking at Panda.” tion seeks is used in the hiring process. cant thing for people to have the opporBrandt attributes a good share of Hiring is a group process for Panda tunity to advance.” Panda’s success to the organization’s Express; potential associates “do an exOrange chicken has been Panda Exculture of continuous learning. “We are perience” in restaurants during the sepress’s signature entrée for 25 years. not stagnant,” she says. “We are always lection process. Hires are made by the Other popular menu items include broctrying to look at the next book, look at restaurant operator, who receives supcoli beef, sweet and sour pork and chow the next leadership opportunity, learn StORES port from Panda’s human resources demein. These dishes would not be possiabout the next thing.” WWW.STORES.ORG STORES / AUGUST 2008 77 http://WWW.STORES.ORG

Table of Contents Feed for the Digital Edition of STORES Magazine - August 2008

STORES Magazine - August 2008 Contents Executive Editor's Page President's Page The Lure of Free Shipping Walmart’s New Look What Shoppers Think Will Widgets Work for Wheat Bread and Wasabi? 10 Things You May Have Missed Numbers Worth Counting Full Price/Markdown Retail People Store Design Industry Economics Hot 100 Retailers Concept2Watch Mobile Technology Small Store Technology Website Optimization Site Selection Mobile Payments Recycling Merchandising: Cool Sells Merchandising: Merchandising in Mexico Store Construction & Development Human Resources Loyalty Programs Mobile Marketing Loeb Retail Letter Arts Update Point of View NRF News Retail Crossword Retail Industry Calendar Last Laugh

STORES Magazine - August 2008

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